Stand Out! Creating a Brand for Technology Organizations and Their Leaders SCSIM May 24, 2012 Scott Hamilton CEO, ENPI Co-Founder, Allign Contact (877) 925-5446
Tonight You Want to Examine … IT Department/Project Brand Creation IT Brand Positioning Personal Brand Contact (877) 925-5446
Agenda � How do you create an emotional brand/company connection? � Steps to create a true brand positioning value proposition � How to develop a line of sight between internal action and brand effectiveness � 100 Day Launch Contact (877) 925-5446
2008-2012 Brand Turbulence .
Who we are � Allign ™ - Proprietary programs to: � Tap and focus organization intelligence � We accelerate aligned action and results against key initiatives � Help you craft valuable IT strategies Contact (877) 925-5446
Executive Next Practices Institute .
Next Practices Ideas, innovations, concepts and solutions that move us beyond the “ status quo ” . Not “ how are others doing it best ” but rather, “ where do we go from here that represents a true fundamental shift in value ”… Breakthroughs to Create Extraordinary Results
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. � . Contact (877) 925-5446
Contact (877) 925-5446
Agenda � How do you create an emotional brand/company connection? � Steps to create a true brand positioning value proposition � How to develop a line of sight between internal action and brand effectiveness � 100 Day Launch Contact (877) 925-5446
Why Talk About Brand? � Brands create emotional connection � They are visible � They “ summarize ” your value to both customers and employees � Head and/or Heart Contact (877) 925-5446
Tommy Bahama Contact (877) 925-5446
Tony Margolis, Lucio Dalla, Bob Emfield Contact (877) 925-5446
Brand Assessment � Key elements of the Brand � What do employees need to know? � What do they need to believe? � What do they need to do? Contact (877) 925-5446
Integration of Internal & External Brand Best employer branding then is a way to brand your entire annual investment in people in order to get employees moving in the same direction toward some greater outcome than the sum of the silos. The key thing helping employees see the connection between the promise for them and the promise for customers that they are charged with delivering “ Value Proposition ” What do What ’ s in you want of it for me? me? Internal Brand Positioning External Brand Positioning The promise statement that Brand promise that aligns appears in your external and compliments the external marketing (To Customers) promise (To Employees)
Key Elements of the Internal Brand � Your internal brand must articulate your “ promise ” to your employees � Internal brand must support business strategy � Internal brand must define, for your employees, what your customers experience � Must define what your business needs from your employees � Must define “ on-brand ” behavior � Define your internal brand promise- identity, mission, promise Contact (877) 925-5446
Key Elements of the Internal Brand � Internal brand clarify the employee WIIFM � Must articulate your desired reputation as a place to work � Must define your desired emotional connection with your employees � Your internal brand can measurably help in recruiting and retention Contact (877) 925-5446
SWA ’ s Employer Brand “ FREEDOM ” The Glue To Customers To Employees “ The Freedom to Fly ” “ Freedom Begins With Me ”
The VRIO Framework If a firm has resources that are: • valuable, • rare, and • costly to imitate, and … • the firm is organized to exploit these resources, then the firm can expect to enjoy a sustained competitive advantage.
Applying the VRIO Framework The Question of Value • in theory: Does the resource enable the firm to exploit an external opportunity or neutralize an external threat? • the practical: Does the resource result in an increase in revenues, a decrease in costs, or some combination of the two? (Levi ’ s reputation allows it to charge a premium for its Docker ’ s pants)
Applying the VRIO Framework The Question of Rarity • if a resource is not rare, then perfect competition dynamics are likely to be observed (i.e., no competitive advantage, no above normal profits) • a resource must be rare enough that perfect competition has not set in • thus, there may be other firms that possess the resource, but still few enough that there is scarcity (several pharmaceuticals sell cholesterol-lowering drugs, but the drugs are still scarce — look at prices)
Applying the VRIO Framework Valuable and Rare If a firm ’ s resources are: The firm can expect: Not Valuable Competitive Disadvantage Valuable, but Not Rare Competitive Parity Competitive Advantage Valuable and Rare (at least temporarily)
Applying the VRIO Framework The Question of Imitability • the temporary competitive advantage of valuable and rare resources can be sustained only if competitors face a cost disadvantage in imitating the resource » intangible resources are usually more costly to imitate than tangible resources and bundles of resources are more costly than single resources (Harley-Davidson ’ s styles may be easily imitated, but its reputation cannot)
Implementation-Focus on the Big Picture � Give employees context at the 100,000 ft level � Get emotional connection and involvement from everyone on the highest value initiatives Contact (877) 925-5446
Networking Questions � What has been the historical relationship between IT and the rest of the organization? � How will you achieve executive team “ buy-in ” for your new positioning � What resistance do you expect? � How will you measure success? Contact (877) 925-5446
100 Day Brand Launch Contact (877) 925-5446
First 40 Days � . Contact (877) 925-5446
Accelerating and Integrating � . Contact (877) 925-5446
Implementation-Focus on the Big Picture � Give employees context at the 100,000 ft level � Get emotional connection and involvement from everyone on the highest value initiatives Contact (877) 925-5446
Building the Brand Experience Contact (877) 925-5446
Employees “ Experience ” the Brand as Customers Do Contact (877) 925-5446
The Top 50 Levers of Commitment Percentage Category Lever Impact 1. Internal Communicator 37.5 O 2. Career Advisor Effectiveness 36.8 L & D 3. Puts the Right People in the Right Roles at the Right Time 36.8 M 4. Demonstrates Strong Commitment to Diversity 36.5 M 5. Employee Understanding of Connections between Work and 36.4 D Organizational Strategy 6. Accurately Evaluates Employee Potential 36.4 M 7. Adapts to Changing Circumstances 36.1 M 8. Encourages and Manages Innovation 35.8 M 9. Possesses Job Skills 35.8 M 10. Clearly Articulates Organizational Goals 35.7 M 11. Breaks Down Projects into Manageable Components 35.6 M 12. Sets Realistic Performance Expectations 35.6 M 13. Encourages Employee Development 35.5 M 14. Helps Find Solutions to Problems 35.4 M 15. Persuades Employees to Move in a Desired Direction 35.3 M O D Organizational Culture and Performance Traits Day-to-Day Work Characteristics M Manager Characteristics Onb Areas of Onboarding Focus L&D Learning and Development Opportunities Exec Senior Executive Team Qualities Contact (877) 925-5446 Corporate Leadership Council 2004
ROC (Return on Commitment) � “ High engagement companies realized a 5.75 percent difference in operating margin and a 3.44 percent difference in net profit margin versus low engagement companies … proof that companies that strengthen engagement realize direct and indirect influence on business performance. ” CLO Research Dec 2005 Contact (877) 925-5446
The Value of Commitment The Fully Committed 16% Agnostic 20% – 65% • More Engaged Low Performers • Higher Retention (87%) 18% • Brand Aware • More Productive (21%) • Results Focus Contact (877) 925-5446
“ Pull vs. PUSH ” � The Visual Experience increases: ◦ 2-Way Communication 90 80 ◦ Understanding 70 60 ◦ Buy-In 50 Understanding 40 ◦ Better ideas 30 20 10 0 90% Learning Retention Hear See Hear&Say Do Visualize Contact (877) 925-5446
The Benefits of True Internal Branding � Relevant Actions at the Right Time � More actionable ideas- faster � Measurable and multiple returns � Accelerated Action � Satisfied Customers and Employees � Increased retention � Increased innovation Contact (877) 925-5446
Thank You. ALLIGN ™ Scott Hamilton Co-Founder 888.857.9722 scott@allignteam.com Contact (877) 925-5446
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